The Thriving Kids reforms are shaking the Allied Health sector to its core. At the Thriving Kids Provider Roundtable on 27 August 2025, almost 100 providers gathered to unpack what these changes mean for children, families, teams, and businesses, thank you to every one of you. Over 120 providers registered and have since received our comprehensive event summary. We discussed feelings, fears, what we do and don’t know, the potential impact for clients, teams and businesses and lastly, potential action plans. I thought I would share the powerful discussions with our wider readers as well.
Within this frustration lies a call to action. The reforms are coming, but the way Allied Health Business Owners respond will determine whether they merely survive, or whether they adapt and thrive. This blog distils the key insights from the roundtable into clear, practical takeaways to help you prepare your business for the challenges — and opportunities — ahead. Because in the words of Albert Einstein “In the middle of difficulty lies opportunity”.
The Emotional Pulse of the Sector
Let’s not sugar coat the mood, which was sober: words in the chat box included deflated, horrified, exhausted, hopeless. For many, the reforms feel like a step back decades. One attendee put it plainly:
“It feels like the past 20 years have been a waste of time because services are going to look like they did when I was a new grad.” EH
The collective voice of the roundtable was unmistakable. Providers described feeling devastated, angry, and exhausted. There is change fatigue from years of policy shifts, and a deep fear that families will lose vital support and that their business will no longer be sustainable.
The fears are not unfounded. Attendees spoke of long waitlists, children falling through the cracks, clinicians burning out, and businesses closing their doors. Some compared the situation to other industries dominated by large corporations:
“That Allied Health will become just like Australia’s banking industry, grocery industry etc., controlled by a few very large businesses. And in every instance, Australians have suffered.” LW
This raw emotion is important, it will drive action. Fear is not just a barrier — it is a signal pointing us to what matters most: clients, teams, and business sustainability.
What We Know — and What We Don’t
The reality is that the details remain vague. The government has shared broad announcements but little fine print. Still, several facts have emerged:
- Target group: children aged 0–8 years with mild to moderate developmental delay or autism.
- Funding model: individualised NDIS packages may disappear, replaced by block funding, Medicare rebates, schools, preschools, playgroups, and NGOs.
- Programs: models such as Inklings, Hanen, and PACT are being referenced, focusing on group parent and teacher coaching rather than one-on-one therapy.
- Timeline: co-design may begin through 2025, with rollout planned for July 2026 and full implementation from mid-2027.
- State variation: WA and SA are ahead with pilots; NSW has advisory groups; VIC remains less defined.
- Exclusions: children with severe or permanent disability are expected to remain funded in the NDIS.
But the list of unknowns is even longer. How will “mild to moderate” be defined? Will Medicare rebates increase sufficiently to cover Allied Health costs? What role will Allied Health Businesses play compared to NGOs? How will equity for CALD and remote families be safeguarded? What happens to children already reassessed out of the scheme?
This uncertainty makes planning difficult, but acknowledging the unknowns is critical. They show where advocacy must focus, where contingency plans are needed, and where vigilance is essential.
Projected Impacts For Families
Families risk losing access to tailored care. Services may default to group programs and generic coaching. Wealthier families will continue privately, while vulnerable families fall further behind. Carers, already stretched, will carry heavier loads, driving burnout and stress. The downstream effects are sobering: poorer education outcomes, higher rates of unemployment, mental health issues, and involvement in justice and welfare systems.
“Long waitlists, reduced early intervention — it feels like we’re going back to the dark ages.” Anon.
Projected Impact For Teams
Clinicians face moral injury from being unable to provide the level of support they know is needed. Job security questions will intensify, particularly for early-career professionals. Teams may face more complex caseloads, heavier admin, and uneven workloads. Without strong leadership, burnout and attrition are inevitable. The workforce may become increasingly mobile as opportunities across public, private and NFP organisations change.
Projected Impact For Businesses
Revenue instability looms large. A paediatric-heavy caseload may vanish almost overnight if children under nine lose eligibility. Large NGOs and state providers are positioned to dominate block funding contracts, squeezing out smaller businesses. Administrative demands will increase, leaving leaders bogged down in compliance rather than strategy.
The Opportunities
As mentioned earlier, there are opportunities here. Businesses that pivot — into tween, teen and adult disability, aged care, consultancy, training, service offers for private paying clients, new services, new markets, B2G and B2B and I could go on — may discover new revenue streams. Revenue diversification is the name of the game. The key is speed and decisiveness. Businesses that act quickly, explore new service models, and position themselves as adaptable, community-focused providers will be the best placed to weather reforms and discover growth where others see only barriers. In short: agility, creativity, and collaboration will turn disruption into opportunity.
Strategic Responses and Planning Themes
Advocacy with Purpose
Acceptance alone is not enough, and fighting alone is not effective. The most powerful stance is strategic advocacy. A collective voice through peak bodies and disability-led organisation’s is essential. Stories from families, carers, and communities carry weight. Coordinated campaigns, supported by professional lobbying agencies, can shape the debate. Advocacy is not optional — it is survival.
Data as a Compass
In uncertain times, numbers tell the truth. Analyse your caseload: what percentage is under nine? How much revenue is exposed? Review your premises costs, staffing commitments, and cashflow projections under different funding scenarios. If finance is not your strength, get help now. Those who know their numbers will lead with confidence; those who don’t risk being blindsided.
Diversification is Non-Negotiable
Depending solely on paediatric NDIS clients is no longer viable. Expand into parent workshops, training for schools, adult disability services, aged care, or professional supervision. Strengthen referral networks and partnerships. Explore consortiums with other providers to increase visibility and secure opportunities. Diversification is not about abandoning your strengths — it is about resilience.
Communication Builds Trust
Families are desperate for clarity. Communicate early, often, and with empathy. Share what you know, acknowledge what you don’t, and outline how you are preparing. Clear, consistent messaging reassures families and prevents cancellations driven by fear.
Teams Need Leadership
Your team is your greatest asset. Support them through reflective supervision, professional development, and honest communication. Invest in training for complex caseloads and group program delivery. Acknowledge their personal and professional fears, and demonstrate transparency. Supporting your team is not optional — it is a business imperative.
Collaboration and Prepared Agility
Allied Health cannot operate in silos. Partner with schools, preschools, childcare centres, and GP clinics to open new service pathways. Form alliances with other providers for shared advocacy and resources. Build agility into your business DNA by scenario planning: What if you lose 30% of clients? What if NGOs dominate referrals? What if Medicare rebates fall short? Plans A, B, and C will allow you to pivot without panic.
Action Plan for Allied Health Business Owners
- Know your numbers – Audit caseloads, revenue sources, and expenses. Model cashflow at –20%, –30%, –50%. Seek professional financial support.
- Communicate with families – Draft updates, create FAQs, train staff in consistent messaging.
- Support your team – Prioritise wellbeing, supervision, and upskilling. Be transparent about planning.
- Diversify services – Add workshops, consultancy, adult disability, or aged care. Strengthen referral networks.
- Advocate collectively – Partner with peak bodies and disability organisations. Gather family stories, push for lobbying, and connect with MPs and media.
- Scenario plan – Prepare contingency plans for multiple outcomes. Build flexibility into staffing, premises, and services.
- Collaborate – Forge partnerships with schools, preschools, and GPs. Join provider consortiums for advocacy and visibility.
As Allied Health Business Owners, we are navigating one of the most challenging periods our sector has ever faced. The pace of reform, funding changes, and shifting expectations has left many business owners feeling uncertain about the future. At the same time, the demand for high-quality, accessible services has never been greater.
Our coaching team works with Allied Health professionals across Australia every day. We hear your concerns, share your frustrations, and celebrate your wins. And while these times are undeniably tough, they also present an opportunity to strengthen, adapt, and lead.
Final Word
Once again thank you to the Thriving Kids Provider Roundtable attendees and the Nacre Consulting team for bringing the event together at short notice and for showing up on the night. Grateful. The Thriving Kids reforms present real risks, but also a chance for the sector to unite, adapt, and lead. Families, teams, and communities are counting on us. The message is clear: prepare, diversify, advocate, and communicate. These are not survival tactics — they are the foundations for resilience, relevance, and impact. And funnily enough, they are required in business regardless of the circumstances.
Now is the time to act.
You’ll find a full summary of the Roundtable discussion HERE. We strongly encourage you to read through it and share it with your teams and networks. Once downloaded, we’ll follow up over the coming weeks with our Thriving Kids Provider Toolkit, to keep the conversation and the momentum going.
Those who registered for our Roundtable will receive the Thriving Kids Provider Toolkit directly into their inboxes as they become available.
In the meantime, I urge you to take stock of your own business — what’s strong, what’s at risk, and where you need to focus to stay steady no matter what happens at Government level.
If you’d like a safe space to unpack what the proposed changes could mean for you, book a complimentary 20-minute Power Call with me or one of our expert coaches. Together, we’ll pause, reflect, and map out a couple of clear next steps so you walk away with a clearer head and renewed confidence.
Fill up the form to download the document
